What are the most significant cases, projects or transactions that you and your legal team have recently been involved in?

Over the past year, a significant part of my practice has focused on the development, structuring and negotiation of major project agreements supporting the company’s growth and infrastructure objectives. These transactions have required close collaboration with technical, operational, commercial and leadership teams to ensure that contractual frameworks appropriately allocate risk, support project execution and comply with applicable legal and governance requirements.

Alongside this project work, I have actively supported corporate transactions connected to the organisation’s growth and transformation strategy, supporting governance alignment throughout the process.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

My approach during periods of instability starts with understanding the broader challenges facing the organisation and staying closely aligned with its strategic direction. In times of crisis, the legal function cannot operate in isolation; it must remain connected to the commercial and operational realities of the business.

During periods of disruption, for example, I have led rapid contract reviews to assess exposure, identify force majeure and termination rights, and support immediate negotiations or amendments.

At the same time, I believe it is important to keep the department’s objectives moving forward while adapting the legal strategy to the circumstances. Ultimately, resilience comes from maintaining clarity of purpose, staying close to the business and ensuring that Legal serves as a stabilising force during uncertain times.

General Counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

To me, being strategic means looking beyond the immediate legal question and understanding how each decision fits within the organisation’s broader objectives. It requires anticipating potential challenges, identifying what truly matters and helping the business evaluate not only legal risk, but also the long-term implications of the available options.

Being strategic also means knowing where Legal can add the most value. Not every issue requires the same level of intervention. An effective in-house counsel must be able to prioritise, exercise sound judgement and provide clear, practical advice that supports informed decision-making.

What do you think are the most important attributes for a modern in-house counsel to possess?

I believe strong communication skills, a clear understanding of the business’s medium- and long-term objectives, and the ability to act as a true internal partner are essential attributes for modern in-house counsel.

In-house lawyers should understand the organisation’s growth and development plans and look for ways to enable them while appropriately managing legal and commercial risk. In my view, one of the most concerning perceptions of a legal function is that it unnecessarily complicates matters or creates obstacles. Our role should be the opposite: to bring clarity to complexity and serve as practical, creative facilitators who help the business move forward responsibly.

Above all, they must earn trust by being commercially aware, solution-oriented and committed to the organisation’s long-term success.